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helicopter, although the same
principles apply elsewhere).
However, they must get there and
the timings mean they can’t delay
things till the weather gets better, so
it's the car or flying—a straight
choice. If your man wants to try and
fly, and risks missing the meeting at
the other end because you refuse to
either start or carry on when it
becomes impossible, then that, I
suggest, is up to him. Similarly, an
airline could be viewed as employing
you right down to Decision Height;
you might very well be aware that
your destination is socked in, but it's
not your place to say "I'm not
going", unless you have no
alternates, or you think it unsafe for
any reason. If your company says
"Try anyway", then go down to 200
feet (or whatever) and come all the
way back again—they're paying the
bills and you get the hours in your
logbook. This situation may arise if
the weather reports at the
destination must legally reflect the
worst conditions, but local effects
will always ensure there's actually a
good chance of getting in, which is a
common situation in the Channel
Islands. Of course, you can't plan to
go without an alternate, or to land if
the weather is below limits, but this
is a typical workaround.
Another one airline pilots use when
pressured to go in bad weather in the
US, where thunderstorms are
common, is to taxi from the
terminal, so the departure is
technically on time, and wait by the
takeoff point until the weather
clears. Mind you, I wouldn’t want to
be on the receiving end of passenger
complaints. Please note that I'm not
advocating flying in bad weather as a
normal procedure! The problem is
not just your ability to fly in those
conditions, but what might happen
later, such as 15 minutes afterwards,
when you can’t find your way back.
Minor Digression: Another
thought springs to mind, having
8 Operational Flying
mentioned a VFR flight in a
helicopter, concerning met forecasts.
You have to check the weather,
that’s the law, but the information
for such a flight in an area forecast is
actually pretty useless. You might get
told, for instance, the “visibility will
be 500m in hill fog”. Well, of course
it will, but where is the hill fog, and
when might you see it? Will it
actually be there at all? You will find
weather forecasts are often full of
such woolly phrases, that in reality
mean nothing at all when you get
right down to it (rather like a speech
from a politician), so there is often
no other way but to go and have a
look. This will apply especially in the
Arctic or in mountainous regions.
A major plus point about Corporate
Aviation is the way companies spend
money on their flagship. It's a
curious fact that, despite the higher
standards that Commercial Air
Transport demands, I have never yet
seen a badly maintained Corporate
aircraft and very few badly run
Corporate Flight Departments, but
decidedly the opposite has often
been the case in the commercial
world. Corporate work sometimes
pays the most, at least where smaller
aircraft are concerned, but the jobs
are less stable, as the aircraft is
usually the first thing to go when the
Company gets into financial
difficulties (which is more often a
wrong decision than you think). This
often depends on how it is perceived
by other parts of the organisation, so
perhaps you could add marketing to
your list of occupations.
The Operations
Manual
Almost the first thing you might see
in your new company will be the
Operations Manual. This is usually
fairly badly written, often being a
copy of somebody else's, which will
no doubt include their bad English
("acquiring" Ops Manuals is a
favourite form of Industrial
Espionage). You'll probably also find
items in the most illogical places,
after being added willy-nilly over the
years with no thought to content. It
might also have been typed by
someone wearing boxing gloves.
It wouldn't be so bad if you were
given time to read it, but you're
usually expected to do so overnight,
at the same time as learning the rest
of the Company procedures and
studying for the exams you will no
doubt be expected to sit the
following morning (as you've
probably discovered already,
everything happens yesterday).
The Operations (or Ops) Manual is
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